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Leadership Excellence at Downer (LEaD1)

Leadership Excellence at Downer (LEaD1)

Leadership Excellence At Downer (LEaD1)

Find out about Leadership & Management

Downer is the leading provider of integrated services in Australia and New Zealand. It works closely with its customers to design, build and sustain assets, infrastructure and facilities. The Group employs approximately 56,000 people across more than 300 sites, primarily in Australia and New Zealand and also in the Asia-Pacific region, South America and Southern Africa.

A long-term client, Downer approached Leadership Dimensions (the leadership division of Learning Dimensions Network)  two years ago with a desire to further support their frontline leaders.

We know that clients who invest significantly in their employees develop competent and confident people who build skills, knowledge and experience within the organisation, often leading to those individuals being promoted. Companies who are adept at identifying this talent are also proficient in setting new managers and leaders up for success. Early on, Downer recognised the importance of investing in its frontline leaders and one of its strategies was to partner with Leadership Dimensions to develop a highly customised, nationally accredited qualification aligned to the BSB42015 Certificate IV in Leadership and Management.

The program is modularised to suit the different business divisions across Downer, all of which have varying requirements around how the training needs to be delivered. For example, employees from remote mining projects will require a different solution to those on working on rail or gas projects.

Two years on, this program – having being delivered to over 280 Downer employees across Australia – has developed a solid reputation for being able to impart the tangible, practical leadership skills needed on the ground.

Candice Mesecke, Executive Manager, Organisational Development & Change at Downer says: “Developing our leaders is key to our overall business performance. Our frontline leaders are responsible for delivering results for our customers in a safe manner, on time and on budget. They lead groups of diverse employees and are therefore key drivers of the business’s success. LEaD1 (our internal name for the program) needed to be dynamic and relevant if it were to create a shift in mindset and improve performance. Downer’s frontline leaders are incredibly astute individuals who work in no-nonsense environments, so we developed a program that aligned to their operating environment and challenges, and was also highly engaging. This has been achieved through clever learning design and outstanding facilitation from the Leadership Dimensions team of approved Downer trainers.”

Broken into themes essential for frontline leaders, the accredited BSB42015 Certificate IV in Leadership and Management face to face delivery components is broken up into four modules:

Leadership Communications – 2 days
Leading Teams – 2 days
Planning, Prioritising and Undertaking Project Work – 2 days
Customer and Stakeholder Management – 2 days

Candice says, “We chose to align the training to the BSB42015 Certificate IV in Leadership and Management so we had a structure for our people to demonstrate solid outcomes. Our people enjoy working towards an accredited qualification and our customers enjoy the benefits of a skilled supervisory workforce. We are proud of the outcomes of the program and the results on the ground, which LEaD1 has managed to generate at Downer within a relatively short time frame.”

With many opportunities in the program to reflect on their attitudes and beliefs, learners say their insights into their own leadership style directly impacts their ability to communicate more effectively, draw on a wider range of leadership skills in challenging situations, and be more mindful about their leadership approach.

One learner said: “I’ve found it really useful to take time away from the work-site to look at the way I lead others, my underlying beliefs, and the way it all comes out in my communication with others. Understanding the concept of “Above the Line” and “Below the Line” behaviours (taking accountability, ownership and responsibility vs blame, excuses and denial) has been really eye opening. I can think of so many examples of times I was leading with “Below the Line” behaviours that just don’t get the best out of people. I can now see how the way I am (as a leader) has a direct impact on the behaviours of those around me and the results we can achieve.”

Thanks to Candice from Downer for speaking to us.


Find out more about Downer


Find out more about BSB42015 Certificate IV in Leadership and Management >>

Want this program customised for your workplace and industry?
Call 1300 453 555 or email info@safetydimensions.com.au

10 Insider Tips to Rock Your Presentations

10 Insider Tips to Rock Your Presentations

From Toolbox Talk To Boardroom Squawk – 10 Insider Tips to Rock Your Presentations

Whether you’re a leader, salesperson or trainer, at some stage most of us need to deliver a presentation at work or do some public speaking.

Great presenting skills help us to influence action, so here are 10 insider tips you can use to rock your presentations.

1. Know your intention.

Before you get started, understand why you’re giving this presentation. Is it to influence action, persuade, report, inspire, educate or a mix? What are the ‘takeaways’ or key messages and ideas you want people to take from your presentation and how do you need to BE to achieve that? Summarise your content into no more than 3 key points so when you plan content, you know what you should include and it’s easier to stay on track. And most importantly what’s your call to action? If you’re not clear, your audience won’t be.

2. Have a plan.

If you fail to plan, you plan to fail. Now you know your intention, plan out your presentation around the takeaway you want the audience to action. When you’re deciding on what content to put into the plan, make sure you have an intro, middle and end that leads people to the key messages within the time allocated. It’s best to know your material from memory when possible but if you’re new to presenting or particularly nervous, keep some notes with you and check them once or twice to build your confidence.   And if you’re not new to presenting, even a couple of minutes planning in your head will make a big difference.

3. Prepare yourself.

The content is only about 10% of the message.  How you present the content creates meaning so make sure you dress right, warm up your voice, take some deep breaths to steady the nerves and feed the brain and be comfortable with how you move around the environment.

4. Practice in front of a buddy, or record yourself.

Even though you may have practiced many times on your own, there’s a sense of clarity which comes from presenting to a buddy or alternatively recording yourself on your phone and listening back. Your presentation might be amazing on paper, but when you hear it out loud it sounds very different. Integrate the feedback and keep practicing.

5. Open with a hook.

When a comedian begins their routine with “So something funny happened to me on the way here tonight”… you are immediately drawn into wanting to know what happened. Start your presentation with something that grabs the attention of the audience, intrigues them and has them open to receive your message. You can start with a question, a wild statistic or story that grabs them and engages them from the very start. Ted Talk presenters are experts at this.

6. Be you and your stories.

There’s nothing more engaging than a person being themselves. Bringing your personality into your presenting style via relevant stories, observations, and shared experiences with the audience helps to make you more relatable, increases trust and builds credibility.  And stories are way more fun than a slow death by PowerPoint.

7. Look at people and engage.

Eye contact is a powerful connector. Make sure you share eye contact around the room.

8. Read the room. Save & Exit

If you’re not into it, your audience will know immediately. If you’re bored, they’re bored. If you feel your topic is particularly dry, do something creative, add some humour or a few well-chosen slides, prop, or pop quiz to ‘break it up’.  And questions engage the brain.  By creating two way communication, you create a conversation and ‘share the load’.

9 Pause and slow down.

Pauses are a great way to bring attention back to you (and to give you a chance to breathe and gather your own thoughts). When you talk about serious issues, for example in a toolbox talk where you are addressing risks and potential danger, near-misses or injuries that have occurred, slow down a bit to give people the opportunity for it to ‘sink in’.

10. Bring it home.

Create a clear path to wrapping up your presentation. Even though you covered them in the body, you want to summarise the headlines of the takeaways to make sure it’s what you leave behind with the audience.

NEW PROGRAM IN PRESENTATION SKILLS!

Want to elevate your presentation, facilitating and training skills?
Our public program division Workplace Dimensions is offering a new program,

“The Art of Training, Presenting and Facilitating”
2 Day Course

2 Day Program Regular Price– $1250
Early Bird until Feb 1st – $950

Group Special – $950 for 3 or more booking together

NEXT DATE:
Tues 27 – Wed 28 Feb, 2018

LOCATION:
COLLINGWOOD MELBOURNE

More dates and locations coming soon.
We can also customise this program for your organisation.

Low “Near Miss” Reporting – Good Sign or Failure?

Low “Near Miss” Reporting – Good Sign or Failure?

Ready to train your people in hazard identification and risk management?

We have a range of programs that will train your people in hazard identification and risk management which we can tailor specifically to your industry organisational needs.

Training can be taken as individual training program (download our course outlines here), or as part of one of our accredited programs:

10604NAT Certificate IV in Safety Leadership (WHS) – Construction

BSB41415 Certificate IV in Work Health and Safety

BSB51315 Diploma Of Work Health And Safety

Need some training? We can customise to your needs.

A near-miss is defined as an “unplanned event that did not result in injury, illness or damage – but had the potential to do so.”

As organisations move through their safety culture maturity the issue of near-miss reporting raises its head. A mature organisation has a culture which tracks near-misses, examines how and why the near-miss happened, then puts in controls to minimise or eliminate the risk.  However not all organisations understand the purpose of near-miss reporting, or even if they say they do, they may fail to communicate benefits that reporting near-misses can bring to the safety of the organisation.

The purpose of near reporting is to allow the organisation to take cultural clues and assess their processes and procedures to determine how to prevent the “near-miss” occurring again with potential harm associated with it.

Some organisations celebrate low reported numbers of near-misses. However, many do this without closely determining what the low numbers mean? Did the near-misses not happen, or is it more likely that staff are just not reporting them?

Safety professionals agree that implementing a near-miss or close call reporting system works to rectify potential hazards and injuries.

Near-miss reporting is often described as a gift – because it hasn’t caused harm but instead is a wake-up call that something could have gone wrong if adequate controls weren’t put in place.

Near-miss reporting adds value in an organisation when it is treated in a proactive way – used to improve the workplace and move towards rectifying risks. At the same time support needs to be given to those who report the near-miss, and the learning that comes out of the near-miss or close call needs to filter through the whole organisation.

Why don’t people report near-misses?

There are five common reasons why employees / contractors don’t report near-misses or close calls.

  1. The fear of management reprisal. This could be; the fear of losing your job for speaking up, being branded a snitch or implicating others in the cause or the impact of the near-miss. For contractors it could be the fear of loss of reputation, work or an entire contract.
  2. Nothing happens. Near-miss reporting is seen as a ‘tick and flick’ requirement for management. The person reporting the near-miss does not ever hear or see what happens once they have submitted their report.
  3. The paperwork gets in the way. It’s just too much trouble to start up the paper trail which will go nowhere, so why should we all bother creating more work for everyone?
  4. What’s a near-miss and what do I have to report on? The uncertainty of what constitutes a near-miss and of exactly what has to be reported and sometimes even how to report it.
  5. It’s no biggie. The perception that it is ‘just something that happens in the line of work we do’.

10 Steps to encourage near miss reporting

  1. Train people in hazard identification. This has your people thinking proactively about hazards before they escalate into near misses. Safety Dimensions can help you with this.
  2. Remind your leaders and frontline staff that near misses being reported – especially if there have been a few in the past – are opportunities to improve, not slacken the focus on safety systems and procedures.
  3. Look for and share stories of where near miss reporting and rectifications have stopped a major incident or seek out and share near miss reports and how they are being responded to on a daily basis.
  4. Work collaboratively to work out a system to report near misses. i.e. potential for severe harm to people, plant/ assets, environment (high-risk). Keep it simple so everyone knows what to do and how to report.
  5. Make the reporting system easy to use and with the ability to collect useful data for rectification – this might mean you need to develop an anonymous reporting system, using technology i.e. online, an incident hotline, dedicated text message number or a mobile app.
  6. Encourage verbal reporting. You may need to start by doing the paper-work for your team.
  7. Praise whoever submits a near miss report. Let everyone know this is how they can play their part in stopping major incidents based on their reporting, before it happens again. The difference between complacency and speaking up (about a near miss or hazard) can make the difference between no one getting hurt, an injury or a tragic fatality.
  8. ACTUALLY DO SOMETHING. You’ve been given a wake-up call by a near-miss, now use that knowledge of what ‘could have happened’ to put in controls to eliminate or manage the risk immediately.
  9. At the end of each week, month or quarter, review the types of near misses that have occurred, with your team, to highlight trends and patterns to determine coaching / training / reinforcement/ procedure or systems review that your organisation needs to undertake to strengthen the area.
  10. Acknowledge the fact that your team sees near miss reporting as “the way things are done around here” and it’s no longer a tick and flick exercise.

Ready to train your people in hazard identification and risk management?

We have a range of programs that will train your people in hazard identification and risk management which we can tailor specifically to your industry organisational needs.

Training can be taken as individual training program (download all our course outlines here or the individual topics below) as part of one of our accredited programs:

10604NAT Certificate IV in Safety Leadership (WHS) – Construction

BSB41415 Certificate IV in Work Health and Safety

BSB51315 Diploma Of Work Health And Safety

DOWNLOAD COURSE OUTLINE NOW

 Risk Assessment including hazard identification, risk analysis.

This programs helps you identify and describe the difference between a hazard and a risk and introduces a way of thinking about hazard identification and risk management as an everyday activity. Enhances the skills and capabilities of leaders in the areas of hazard identification, risk analysis, and identification and how to implement appropriate risk controls.

DOWNLOAD NOW >>

DOWNLOAD COURSE OUTLINE NOW

Participate In Incident Investigations.

This program gives participants the mindset and skill set to undertake or assist in incident investigations, including how to identify and ensure all evidence and facts related to an incident  (or near-miss) are understood, sequenced and analysed.

Coach others to use best practice safety thinking when investigating near misses, high potential incidents and other critical events.

DOWNLOAD NOW >>

DOWNLOAD COURSE OUTLINE NOW

Manage Incident Investigations.

This program develops your skills to determine the requirements, protocols and processes of managing a post incident response, including leading others to gather evidence effectively, identifying the real causal factors of an incident, corrective and preventative actions and overseeing appropriate reporting, monitoring and reviews.

DOWNLOAD NOW >>

Is My TAE40110 Cert IV in Training and Assessment Still Relevant?

Is My TAE40110 Cert IV in Training and Assessment Still Relevant?

In early April 2016 a new Training and Assessment training package was released by training governing body ASQA. TAE40110 Certificate IV in Training and Assessment has been superseded by TAE40116 Certificate IV in Training and Assessment which will now be the industry standard Training and Assessment program.

But what does this mean for those who hold the TAE40110 Certificate IV in Training and Assessment and is your qualification still current?

Yes, it most certainly is, although there are 2 additional units you will need to complete by April 2019 if you don’t already hold these. So there is no need to upgrade to the TAE40116, but in addition to the TAE40110to continue to meet the requirements to be qualified trainer and assessor for VET accredited training you will need to hold:

Either one of the following:

  • TAELLN411  Address adult language, literacy and numeracy skills
  • TAELLN401A Address adult language, literacy and numeracy skills

Plus one of the following:

  • TAEASS502 Design and develop assessment tools
  • TAEASS502A Design and develop assessment tools
  • TAEASS502B Design and develop assessment tools.

(Source: https://www.education.gov.au)

Some trainers and assessors who hold the TAE40110 may have completed one or both of these units as electives or as part of ongoing professional development. Our program has included the LLN unit since 2014 and the required assessment unit since Aug 2016.

How do you know which units were in your program?

You will have received a statement of results or academic transcript that lists the units of competency completed as part of your TAE40110 Certificate IV in Training and Assessment.  If you don’t have them, contact the RTO that issued your certificate. If you completed the training with Workplace Dimensions the units will be listed on the reverse side of your certificate.

 I don’t have those two units I need – what do I do?

If you do not currently hold the relevant units, you will need to complete them before 1 April 2019 to meet the new requirements.

Workplace Dimensions currently offers a 1-day program in the TAELLN411 Address Adult Language, Literacy and Numeracy skills.

In this interactive one-day program you’ll gain a greater ability to support students throughout their learning journey by introducing you to the core language, literacy and numeracy (LLN) demands of training and assessment. You’ll also learn to tailor training and assessment to suit individual skill levels, including accessing relevant support resources.

We created this program to provide you with this unit while providing you with a forum to ask questions about wider VET/TAE/Training. This environment will give you a forum to work with peers and experts in the training domain and as a trainer and assessor in the VET sector, undertaking this unit contributes to your ongoing professional development which is a requirement under the standards for RTO’s.

 

Find out more our 1-day program in the TAELLN411 Address Adult Language, Literacy and Numeracy program dates across Australia, costs and how to book, visit www.workplacedimensions.com.au/lln .

Safety Journey at Hitachi Construction Machinery

Hitachi Construction Machinery Australia (HCMA), part of the global giant Hitachi, is a leading manufacturer of construction and mining equipment.  Headquartered in Japan with over 20,000 staff globally, Hitachi is a highly diversified company that operates eleven business segments which include Information & Telecommunication Systems, Social Infrastructure, Defense and Power Systems, Electronic and Automotive Systems, Railway & Urban Systems.

‘The Kenkijin Spirit’ is at the heart of everything Hitachi do regardless of their business or location. Taken from the Japanese name of HCM, ‘Kenkijin’ roughly translates as ‘citizen of HCM’ and embodies their shared values and principles, underpinned by three ideas. These are taking on challenges without fear of failure, striving to understand a customers’ needs better than they do and communication – taking the initiative on reporting, liaising and consulting.

HCM manufactures hydraulic excavators from the smallest mini to the largest 780-tonne class, as well as rigid frame mining dump trucks and a wide range of wheel loaders, marketing their products worldwide through a global network of company owned and independent dealers.

Hitachi Construction Machinery Australia (HCMA) a wholly own subsidiary of HCM , are passionate about their machines, but are even more passionate about the safety of their people and ensuring each worker returns home safe each day. They are on a mission to embed company-wide values in their culture with the key value being “Safety takes priority over everything else”.  HCMA had invested significant time and resources into the development of their “See You Tomorrow” safety initiative. This initiative included a set of Key Safety Promises and Key Safety Responsibilities for all employees.

HCMA partnered with Safety Dimensions to bring the initiative to life and to thoroughly embed the Safety Promises and Responsibilities and desired safety behaviours across all levels of HCMA.

HCMA’s journey has included design and national delivery of 1 and 2-day programs to all staff from Executives through to front line workers. Refresher programs have been delivered, and at the learners requests, support programs such as ‘Performance Management Conversations’ are taking place.

One of the key considerations in the design phase of the project was the importance of including overseas management methodologies and messages, whilst designing a program that held local relevance yet was adaptable for overseas delivery if required. The HCMA and Safety Dimensions partnership continues with ongoing support, embedding and maintenance of the HCMA safety culture.

We spoke to William Stuart HCMA’s National WHS Manager about their Safety Journey.

Bill, when it comes to safety, what are the specific challenges in your industry and for HCMA?
For us,  the difficult part is having our people work across different types of sites and environments. There’s a huge difference (safety wise) between a blue-chip mining site vs a local small firm without an entrenched safety culture. We aim for consistency across the business, whilst ensuring everyone is clear on, and apply the same behaviours, expectations and principles regardless of work locations or the environment in which they find themselves. Our goal is to set a high standard and lead the way when it comes to safety.

Why is safety important to you, personally?
Having been directly involved in a workplace fatality at a previous workplace, I’ve seen first-hand the impact something like that has on everyone, not just for the person who lost their life but also their loved ones, their workmates and the whole organisation. I make it my job to honour that worker by sharing as much as I can about what happened, why it happened and what it’s like to live through that experience, on a personal level, for other people in the organisation and for the business.  I never want to experience that again, or would I want anyone else to have to go through that. (Continued below)

What drove HCMA to take a behavioural safety approach?
We’d developed our safety culture from the ground up with Executive/employee WHS committees, safety management systems and ISO accredited systems.  We knew a behavioural safety approach would work, as several of us had seen it work in other organisations, however trying to change the mindset of the leadership team and align everyone across a large organisation is a big task.

Overall I believe the visible leadership commitment is just as important as the training. We wanted to demonstrate to all our employees and managers, Senior Leadership commitment by putting in the time, resources and commitment to rolling our message out to everyone. Part of this visible commitment was demonstrated by pulling people out of work and flying them around the country to do the program, we were absolutely unwavering in our commitment to making this work across our whole organisation.

What were the specific outcomes you were looking for?
We wanted consistency and alignment of everyone across our business – so that everyone becomes a safety leader.
We want everyone on the same page, challenging the way people see safety – safety is part of our day-to-day job, not in addition to our day-to-day job.

What were the biggest obstacles/concerns you were faced with at the beginning of the project?
That we were going to have a positive impact on the way people thought about and perceived safety at work, and get it right the first time. We were asking ourselves, is this going to work logistically, and how are we going sell the message the right way?

We were also concerned that we needed to choose the right training organisation to partner with,  our thinking was, we’d only get one go at this, and if we didn’t get it right, we would miss the boat. We wouldn’t get another opportunity to do this for several years.

You had a team of Safety Leaders to assist to drive the culture across the organisation, how did you utilise these safety leaders?
We obtained Senior WHS Leadership buy-in which involved getting our Regional WHS Advisors involved in the process, give them an opportunity for input into the content of the program. We asked our WHS leaders to be available for all the courses so they were seen to be involved and answer any questions.

Finally we had our Senior Leaders including our Managing Director there to open the training at every first session, reinforcing the notion that everyone was expected to actively participate.

What changes have you noticed as a result of the program?
We’ve had more involvement from the shop floor with an increase in reporting, participation and awareness. We’ve also had a decrease if overall injury statistical rates in LTIFR and RIFR.

 Safety Dimensions delivered programs to all levels of staff at HCMA, what were the key things you noticed at each level?
For some of our Senior Leaders the program has changed the way they view safety. For Middle Manager we saw increased commitment and accountability and from out Shop Floor teams we saw participation from all and a willingness to take on the message and act on it.

What is the biggest change you’ve seen for the organisation and for individuals before and after the program?
It’s the perception by the senior leadership team that they are responsible for driving the change within the organisation. They were committed prior but they really started to see the value in what we were doing ultimately resulting in a greater level of commitment.

Do you consider this project to have been a success?
Absolutely. We followed it up 12 months later with the refresher training to reinforce the training, and give us an opportunity to remind everyone about the expectations and the importance of what it is we are trying to achieve.

What’s next in the safety journey for HCMA?
We’re in the process of updating our Critical Safety Essentials and our See You Tomorrow initiatives with a focus on visible safety. We are also looking to expand our Key safety promises and update/ refresh our Take 5 Risk Assessments. We’re also looking at other opportunities to further educate and train our people.

Why should other organisations consider working with Safety Dimensions?
First and foremost Safety Dimensions delivered the message with a high level of professionalism from the top of their leadership, project management team all the way across to their facilitators. We encountered a few internal challenges at the start of our project and Safety Dimensions showed flexibility – they were open to feedback and had a willingness to change to meet our needs.

Safety Dimensions were like a one-stop shop, we handed over the logistics of the program and they looked after everything.


Thanks to William Stuart for taking the time to speak to Safety Dimensions.

Want to find out more?

To find out how Safety Dimensions can help your organisation transform Safety Culture, no matter where in the world you are, call us on 1300 453 555 in Australia or internationally on +613 9510 0477.

Want to find out more?

To find out how Safety Dimensions can help your organisation transform Safety Culture, no matter where in the world you are, call us on 1300 453 555 in Australia or internationally on +613 9510 0477.

When Enhancing Safety Culture Heats Up – Ducab Dubai

When Enhancing Safety Culture Heats Up – Ducab Dubai

By Dr Paul Johnston. Lead Consultant and Facilitator

Safety Dimensions recently had an opportunity to expand our relationship with Ducab [the Dubai Cable Company, a leading manufacturer of cabling], assisting them in enhancing their HSE culture via a Behavioural Based Safety [BBS] program. Already OHSAS18001 certified, Ducab’s intention is to exceed mere compliance with the required standards, and to achieve international “best practice”. Safety Dimensions is excited to be working with them on their health and safety journey.

Challenges

The challenges faced by Ducab are both physical and cultural in nature. Physically, the average temperature in summer of 40°C+, is compounded not only by levels of humidity in excess of 60%, but also by the presence of aluminium and copper furnaces on site. Culturally, the workforce is as diverse as the wider Dubai population, with most originating from highly hierarchical societies that are characterised by a significant “power distance” in relationships.

Power distance is a term that describes how people belonging to a specific cultural group view power relationships between people, including the degree to which people not in “power positions” perceive and/or accept that power is spread unequally.

Strengths

Although the cultural backgrounds of Ducab’s workforce do indeed constitute a challenge in establishing, implementing and maintaining an effective BBS program, the same also provide a solid foundation on which to build. Whilst this may seem somewhat paradoxical, although the sense of power distance is significant, so is the importance of “team” and “community” to the workforce – this is the strength that has already contributed to Ducab’s success, and this is the strength on which the roll-out of the BBS program is being based. Indeed the Australian mindset of “looking after your mates” is a reasonable comparison. The main difference, however, is the perceptions associated with hierarchical relationships, and the manner of communication that is associated with it. (Continued below)

The way forward

In moving forward with Ducab, the intention is to build on their success and cultural strengths, extending their sense of “team” to create a greater sense of “permission” to have safety conversations with others, regardless of rank and title.

Will this be easy?….No.

Is it achievable?….Yes.

One of the key reasons for these answers is what we saw during our 3 weeks with Ducab. During this time, site visits and interviews were conducted, and 3 two day Safety Leadership workshops were facilitated, as was a one day Executive Masterclass. Throughout these activities, two themes remained  constant – the intent to work diligently for the good of the company, and the willingness to have open discussions in what were considered to be appropriate settings. The goal is to extend this so that all of Ducab is seen as an appropriate setting for such interaction. This goal, although challenging, is one that I believe Ducab can achieve – with this being based on the level of commitment and willingness to learn that was witnessed of both management and front-line operators alike during our time there.

Indeed, the current pace of development in Dubai, both in terms of commercial operations and infrastructure development, is remarkable – with this being reflected in the collective willingness to establish long term partnerships and to strive for international best practice.

With this in mind, we are looking forward to our next trip to Dubai, scheduled for early next year, and to see what the future in the region brings.

What did we learn ?

From our initial site visits, interviews, the subsequent Masterclass, through collaboration we all learned more about Ducab, the challenges they face and how we can move Safety forward in a tangible way.   The experience can best be summarised in the statement “Limitations are what we put in the way, not what are actually there”.  Ducab’s willingness to understand, challenge themselves and to apply a different approach to safety was quite evident, and it something that companies both internationally and locally could learn a lot from.

Our International Advantage

Safety Dimensions has instructionally designed and/or delivered behavioural safety leadership and similar programs in 20 countries.

Read more about our international advantage here : http://www.safetydimensions.com.au/international

To find out how Safety Dimensions can help your organisation transform Safety Culture, no matter where in the world you are, call us on 1300 453 555 in Australia or internationally on +613 9510 0477.

Download our course suite below.
We can customise all our programs to your specific needs and industry.

Call us on 1300 453 555 or internationally +613 95100477